Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. Staff followed infection and prevention control practices and the community inpatient wards were visibly clean. Leicestershire Partnership NHS Trust - NEU Professionals - UK Overseas Nurse Recruitment campaign from 2022 - ongoing Leicestershire Partnership NHS Trust (LPT) provides community and mental health services for Leicester, Leicestershire and Rutland. Improvements had been made to the seclusion facilities, and further improvements were planned across the service to improve patient experience and promote privacy and dignity. Inconsistencies in record-keeping for the Autism Outreach services as some records were missing, but others were of an acceptable standard. Patients own controlled drugs were not always managed and destroyed appropriately. the service is performing well and meeting our expectations. We noted how much time the new executive team had invested in making and implementing improvements during the COVID-19 pandemic. Some facilities lacked essential emergency equipment. Mobility and healthcare equipment took up space in The Gillivers and 3Rubicon Close. Flexible working arrangements allowed staff to work effectively in teams, particularly when there were not enough staff in some professional groups such as speech and language therapists, occupational therapists and psychologists. ", "I like that I'm able to help both staff and service users. The work in neighbourhoods reduced travel for people and reduced barriers for people to gain support. People using the service had limited access to psychological therapies and there were no psychologists working within the service. There was a duty worker system in place which meant the service was able to respond quickly to escalating risks if necessary. Patients experiencing mental health crisis and distress did not have access to a fully private area in these environments. Staff monitored patients physical health regularly from the point of admission. Staff were given feedback after incidents had been reported. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. The trust had improved how staff recorded patients physical healthcare, and monitored patients who had ongoing physical healthcare problems. Staff did not always feel actively engaged or empowered. While they made appropriate assessments and were responsive to changing needs, NICE guidelines were not used to ensure best practice and that multi-agency teams worked well together. Staff told us patients were concealing lighters and cigarettes and bringing them onto wards. There is a vacancy for a Non-executive Director at Leicestershire Partnership NHS Trust (LPT). At the last inspection, we issued enforcement action because the trust did not have systems and processes across services to ensure thatthe risk to patients were assessed, monitored, mitigated and the quality of healthcare improved in relation to: The trust was required to make significant improvements in the following core services where we found concerns in the areas listed above: Acute wards for adults of working age and psychiatric intensive care units, Wards for people with a learning disability or autism, Long stay or rehabilitation mental health wards for working age adults. There was an effective duty system in place to provide rapid access to support. Families and carers said the wards were clean. Therefore, the trust could not be sure staff received information to support best practice and change in a timely manner. The room used to administer medication on Arran ward at Stewart House was not appropriate; the room was a bedroom and still had a toilet in. This had been identified during the last Care Quality Commission inspection in 2015. Clinical supervision rates were low. For example relating to assessment of ligature points at Westcotes. Service planning was not being managed in a systematic way. This was particularly relevant to protected characteristics. Staff managed their caseloads effectively; they discussed their caseloads during multi-disciplinary team meetings as well as in supervision. There was a lack of storage at Stewart House, the utility/laundry room was used to store cleaning equipment. Staff demonstrated a good knowledge of the Mental Capacity Act and consent however this was not routinely documented in care records. Patient involvement in planning care was now in place and the voice of the patient in changes to services had been considered. Published The service was responding to complaints and implementing systems following these, however the trust waited for these complaints to prompt improvements in the service. DE22 3LZ. Managers completed ligature audits which highlighted what mitigation was in place to reduce the risk for patients. Staff had been trained with regards to duty of candour and in line with the trust policy. Therefore, overall, eight of the trusts 15 services are now rated as good, five as requires improvement and two as inadequate. Mental health crisis services and health-based places of safety had an overall mandatory training compliance rate of 82%. There was no process in place for learning from other organisations which provided similar services or to share this services best practice. The trust was not meeting its target rate of 85% for clinical supervision. In rehabilitation wards, staff did not always develop and review individual care plans. Care plans reviewed were not personalised, holistic or recovery orientated. Medication management systems were in place and followed to ensure that medicines were stored safely. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 29 Jan 2023. Creating high quality, compassionate care and wellbeing for all. This had improved since the last inspection in March 2015. While the board and senior management had a vision with strategic objectives in place, staff did not feel fully engaged in the improvement agenda of the trust. In two services, staff were not always caring towards patients. The trust had a range of information displayed on the ward and the hospital site relating to activities, treatment, safeguarding, patients rights and complaint information. We observed care being delivered in a kind and caring way, by staff who demonstrated compassion and experience. The trust had addressed the issues previously identified with the health based place of safety. Patients were protected from avoidable harm by sufficient staffing and safeguarding processes. There was regular and effective multidisciplinary working. There was a high staff sickness rate reported and managers did not always follow the managing sickness policy. The trust confirmed after our inspection Advanced Nurse Practitioners used a DNACPR form which had been agreed within NHS East Midlands. Administrative staff had not received specific mental health awareness training to assist them when taking calls for people who were acutely unwell and in crisis. Staff used the mental health clustering tool, which included Health of the Nation Outcome Scales (HoNOS) to assess and record severity and outcomes for all patients. The needs of people who used the service were assessed and care was delivered in line with their individual care plans. Staff felt supported by their managers and received regular supervision and annual appraisals. The service used evidence based, best practice guidance throughout its policies and procedures and ways of working. Staff carried out physical observations in public areas in one service, and staff did not always record or explain why some observations of patients were required. Mandatory training that fell below 75% included adult immediate life support, adult basic life support, safeguarding children level 3 and fire safety awareness. Use our service finder to find the right support for your mental health and physical health. Palliative care nurses conducted holistic assessments for patients and provided advice around social issues, for example, blue badges for disabled parking. A new quality dashboard had been introduced in September 2016 after it was established that the previous system was incorrect, meaning all data submitted prior to September 2016 was incorrect. The trust did not ensure that they meet set target times for referral to initial assessment, and assessment to treatment in the majority of teams. There were delays in staff delivering treatments to young people and young people following assessment. Staff had a good knowledge of safeguarding and incident reporting. Managers shared the outcome of complaints with their ward teams. We will be working with them to agree an action plan to improve the standards of care and treatment. Together with local information from partners and the public, this monitoring helps us to decide when, where and what to inspect. Staff were unable to show us evidence of clinical audits or the basis of evidence based practice in end of life services. long stay or rehabilitation wards for working age adults. Wards had good evidence of multi-disciplinary team working, enabling staff to share information about patients and review their progress. There was a lack of understanding in teams how their own plans, visions and objectives connected with the trusts vision. There were improved systems and processes to manage storage, disposal and administration of medications. Staff we spoke with demonstrated their dedication to providing high quality patient care. Wards provided safe environments where patients felt secure. Please contact Sonja Whelan on 07525 723336 or email Sonja.whelan@leicspart.nhs.uk. There were no separate female bedroom areas and no gender specific toilets or bathrooms. Staff did not always feel connected to the wider trust. There were issues within the trust of a bullying culture despite evidence that staff knew the trust values. Safeguarding was a high priority with regular safeguarding reviews within each area of speciality and established systems for supporting staff dealing with distressing situations. Staff did not always record or update comprehensive risk assessments. The trust had addressed the issues regarding the health based place of safety identified in the previous inspection. Click here to submit your comments to us. This is an organisation that runs the health and social care services we inspect. Staff showed caring attitudes towards their patients. For example, issues found in risk assessments, care plans and environmental concerns had been addressed in some services, but not all since our last inspection. Patients needs were assessed and monitored individually. The service had 175 delayed discharges between August 2015 and July 2016, which accounted for 43% of the trusts total delayed discharges. The trust had a patient involvement centre, which was pleasant, well-equipped and supported involvement from friends and family. Adult liaison psychiatry is categorised under Mental Health Core service of Mental Health Crisis and Health Based Places of Safety (HBPoS), as it is provided by the mental health trust, Leicestershire Partnership NHS Trust. Staff were aligned to services to manage data and we have seen improvements in recording and monitoring of supervision and appraisal, improvement in managing risks of those on waiting lists in specialist community mental health services for children and young people and in training data. In all instances police transported the patient to the HBPoS. Some medication was out of date and there was no clear record of medication being logged in or out. Young people and their carers spoke positively about the CAMHS service. Patients gave positive feedback regarding the care they received. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published One patient told us there wasnt enough to do at the Willows. Staff explained to patients their rights under the Mental Health Act on admission and routinely thereafter, although we saw this was not always documented in the patients care notes. ALT. This impacted on patients requiring care. Our rating of this service improved. Each year, we visit all NHS trusts and independent providers who care for people whose rights are restricted under the Mental Health Act to monitor the care they provide and check that patients' rights are met. In all three services, not all staff were up to date with mandatory training. They told us that staff were kind and caring. Curtains separated patients bed areas and the rooms were not secured to allow free access; meaning that patients could have their property removed by other patients. Admission to the unit was agreed with commissioners. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. Staff were suitably trained with the relevant knowledge and skills to carry out their work, had regular appraisals and had access to the information they needed to perform their duties. 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